ArticleWorldviews on evidence-based nursing2018
Making It Happen: Middle Managers' Roles in Innovation Implementation in Health Care.
Article in Worldviews on evidence-based nursing, 2018. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 22 papers, 1 of them a synthesis that pooled it.
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Who cites it
22 citing papers in PubMed, 1 synthesis or guideline pooled it.
- Revolutionising health and social care: innovative solutions for a brighter tomorrow - a systematic review of the literature.BMC health services research · 2024Pooled it
- Bridging Strategy and Local Reality: First-Line Managers' Experiences in Leading Large-Scale Implementation.Health services insights · 2026Article
- Nurse Managers' Strategies to Navigate Clinical Leadership and Managerial Responsibilities: A Scoping Review.Journal of nursing management · 2026Article
- Evaluating the acceptability, feasibility, and implementation fidelity of a multipurpose mobile health (mHealth) app used for Tuberculosis (TB) contact tracing by Ward-Based Outreach Teams (WBOTs) in South Africa.PLOS global public health · 2026Article
- Perspectives on managing innovation readiness in long-term care: a Q-methodology study.BMC geriatrics · 2024Article
- Quality priorities related to the management of type 2 diabetes in primary care: results from the COMPAS + quality improvement collaborative.BMC primary care · 2024Article
- Article
- Understanding clinical implementation coordinators' experiences in deploying evidence-based interventions.American journal of health-system pharmacy : AJHP : official journal of the American Society of Health-System Pharmacists · 2024Article
- Facilitating Utilization of Evidence-Informed Management by Nurse Managers in Healthcare Facilities: An Integrative Literature Review.Journal of nursing management · 2024Review
- Clinical research coordinators' role in knowledge translation activities in rehabilitation: a mixed methods study.BMC health services research · 2023Article
- Leadership's long arm: The positive influence of digital leadership on managing technology-driven change over a strengthened service innovation capacity.Frontiers in psychology · 2023Article
- Identifying and prioritising the key components of a Quality Improvement Network for allied health professionals and psychological therapists: a group concept mapping project.BMJ open quality · 2023Article
- A qualitative descriptive study of the role of nurse, allied health and physician middle managers who function as knowledge brokers in hospitals.Worldviews on evidence-based nursing · 2022Article
- A complex challenge with unclear improvement: the need for involvement, contextualization and facilitation when managers implement a leadership model.Leadership in health services (Bradford, England) · 2022Article
- Factors contributing to innovation readiness in health care organizations: a scoping review.BMC health services research · 2022Article
- "It's all about time and timing": nursing staffs' experiences with an agile development process, from its initial requirements to the deployment of its outcome of ICT solutions to support discharge planning.BMC medical informatics and decision making · 2022Article
- Adoption of change in endodontic practice after an educational program: A qualitative study.Clinical and experimental dental research · 2022Article
- The roles, activities and impacts of middle managers who function as knowledge brokers to improve care delivery and outcomes in healthcare organizations: a critical interpretive synthesis.BMC health services research · 2022Review
- Towards "mobility is medicine": Socioecological factors and hospital mobility in older adults.Journal of the American Geriatrics Society · 2021Article
- Orthopedist involvement in the management of clinical activities: a case study.BMC health services research · 2021Article
Corrections and comments
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Authors and funding
6 authors.
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Abstract
backgroundMiddle managers are given scant attention in the implementation literature in health care, where the focus is on senior leaders and frontline clinicians.
aimsTo empirically examine the role of middle managers relevant to innovation implementation and how middle managers experience the implementation process.
methodsA qualitative study was conducted using the methods of grounded theory. Data were collected through semistructured interviews with middle managers (N = 15) in Nova Scotia and New Brunswick, Canada. Participants were purposively sampled, based on their involvement in implementation initiatives and to obtain variation in manager characteristics. Data were collected and analyzed concurrently, using an inductive constant comparative approach. Data collection and analysis continued until theoretical saturation was reached.
resultsMiddle managers see themselves as being responsible for making implementation happen in their programs and services. As a result, they carry out five roles related to implementation: planner, coordinator, facilitator, motivator, and evaluator. However, the data also revealed two determinants of middle managers' role in implementation, which they must negotiate to fulfill their specific implementation roles and activities: (1) They perform many other roles and responsibilities within their organizations, both clinical and managerial in nature, and (2) they have limited decision-making power with respect to implementation and must work within the parameters set by upper levels of the organization. LINKING EVIDENCE TO ACTION: Middle managers play an important role in translating adoption decisions into on-the-ground implementation. Optimizing their capacity to fulfill this role may be key to improving innovation implementation in healthcare organizations.
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